Strategies Related Quotes

Business models are about the systems and processes related to the exchange of value between sellers and buyers.

Market research is the process by which a business gathers and studies information related to the product or service it is providing or the market it is operating in.

Everything around your customers is shaping those needs and wants. We can’t stop this change from happening, but we can listen.

Having a chronic illness, Molly thought, was like being invaded. Her grandmother back in Michigan used to tell about the day one of their cows got loose and wandered into the parlor, and the awful time they had getting her out. That was exactly what Molly's arthritis was like: as if some big old cow had got into her house and wouldn't go away. It just sat there, taking up space in her life and making everything more difficult, mooing loudly from time to time and making cow pies, and all she could do really was edge around it and put up with it. When other people first became aware of the cow, they expressed concern and anxiety. They suggested strategies for getting the animal out of Molly's parlor: remedies and doctors and procedures, some mainstream and some New Age. They related anecdotes of friends who had removed their own cows in one way or another. But after a while they had exhausted their suggestions. Then they usually began to pretend that the cow wasn't there, and they preferred for Molly to go along with the pretense.

consumers tend to be more price sensitive if they are purchasing products that are undifferentiated, expensive relative to their incomes, or of a sort where quality is not particularly important to them.

Individual Desirability / Aggregate Desirability = Your Desirability Ratio The higher a relationship’s Desirability Ratio, the more stable a relationship will be. If a relationship’s Desirability Ratio drops below one for either partner, the relationship becomes very likely to dissolve. To put that in other words: When your partner is much more desirable to you than their “league” would suggest, and when this dynamic is mutual (i.e., each partner values the other more than society on average values that other partner), your relationship will be uniquely stable. However, if either partner values the other less than that person would be valued on an open market, the relationship becomes unstable.

If you don't appreciate your customers, someone else will.

Business models are never inherently good or bad. Business model success is relative to the industry, to what's going on in the economy, to the specific business, to the year, and a few other things.

The best way to predict future is to create it." Abraham Lincoln

Another key commitment for succeeding with this strategy is to support your commitment to shutting down with a strict shutdown ritual that you use at the end of the workday to maximize the probability that you succeed. In more detail, this ritual should ensure that every incomplete task, goal, or project has been reviewed and that for each you have confirmed that either (1) you have a plan you trust for its completion, or (2) it’s captured in a place where it will be revisited when the time is right. The process should be an algorithm: a series of steps you always conduct, one after another. When you’re done, have a set phrase you say that indicates completion (to end my own ritual, I say, “Shutdown complete”). This final step sounds cheesy, but it provides a simple cue to your mind that it’s safe to release work-related thoughts for the rest of the day.

The leaders and followers of the Harlem Renaissance were every bit as intent on using Black culture to help make the United States a more functional democracy as they were on employing Black culture to 'vindicate' Black people.

Not everything has to be done with herbs and oils. In fact, when it comes to any kind of business-related magic, I much prefer a consecrated metal talisman or paper seal hidden away, rather than a bulky bag that smells like a hippie is hiding in my pocket.

The key to resolving international conflict with a positive outcome includes looking for a win-win situation, finding common ground, formulating proactive strategies, using effective negotiation and communication, and appreciating cultural differences.

Let’s face it: The Republican Party is no longer a broad-based conservative party in the historically accepted sense. It is an oligarchy with a well-developed public relations strategy designed to soothe and anesthetize its followers with appeals to tradition, security, and family even as it pursues a radical agenda that would transform the country into a Dickensian corporatocracy at home and a belligerent military empire abroad.

We all look for strategies or techniques that will free us from the pain of relationships and the hard work good relationships demand. We hope that better planning, more effective communication, clear role definitions, conflict resolution strategies, gender studies, and personality typing--to name just a few -- will make the difference. There may be value in these things, but if they were all we needed, Jesus' life, death, and resurrection would be unnecessary or, at best, redundant. Skills and techniques appeal to us because they promise that relational problems can be fixed by tweaking our behavior without altering the bent of our hearts. But the Bible says something very different. It says that Christ is the only real hope for relationships because only he can dig deep enough to address the core motivations and desires of our hearts. Most dangerous aspect of your relationships is not your weakness, but your delusions of strength. Self-reliance is almost always a component of a bad relationship.

Once you set goals that really matter to you, you are no longer the same person. Real goals will affect almost everything you do all day long. And they will be with you wherever you go. Your handshake, your manner of dressing, the tone of your voice, the way you feel — all will change once you have goals. That’s because when your goals matter, everything you do becomes related to their accomplishment.

Ministry, then, is not about "using" relationships to get individuals to accept a "third thing," whether that be conservative politics, moral behaviors or even the gospel message. Rather, ministry is about connection, one to another, about sharing in suffering and joy, about persons meeting persons with no pretense or secret motives. It is about shared life, confessing Christ not outside the relationship but within it. This, I learned, was living the gospel. I

Socialism lost its way largely when it became decoupled from the processes of democracy. My vision of a socially just society is one that is deeply democratic, that allows people’s voices to be heard, where people actually govern. C.L.R James sometimes used the slogan “every cook can govern” to speak to the concept that there should be no hierarchies of power between those who lead and their constituencies. This idea is related to Antonio Gramsci’s argument that the goal of the revolutionary party is for every member to be an intellectual. That is, everyone has the capacity, has the ability to articulate a vision of reality and to fight for the realization of their values and goals in society. Gramsci is pointing toward the development of a strategy that is deeply democratic, one where we don’t have elitist, vanguardist notions of what society should look like, but have humility and the patience to listen to and learn from working class and poor people, who really are at the center of what any society is.

In short, strategy is choice. More specifically, strategy is an integrated set of choices that uniquely positions the firm in its industry so as to create sustainable advantage and superior value relative to the competition.

Consider an AI that has hedonism as its final goal, and which would therefore like to tile the universe with “hedonium” (matter organized in a configuration that is optimal for the generation of pleasurable experience). To this end, the AI might produce computronium (matter organized in a configuration that is optimal for computation) and use it to implement digital minds in states of euphoria. In order to maximize efficiency, the AI omits from the implementation any mental faculties that are not essential for the experience of pleasure, and exploits any computational shortcuts that according to its definition of pleasure do not vitiate the generation of pleasure. For instance, the AI might confine its simulation to reward circuitry, eliding faculties such as a memory, sensory perception, executive function, and language; it might simulate minds at a relatively coarse-grained level of functionality, omitting lower-level neuronal processes; it might replace commonly repeated computations with calls to a lookup table; or it might put in place some arrangement whereby multiple minds would share most parts of their underlying computational machinery (their “supervenience bases” in philosophical parlance). Such tricks could greatly increase the quantity of pleasure producible with a given amount of resources.

indeed it can be argued that the major component in European culture is precisely what made that culture hegemonic both in and outside Europe: the idea of European identity as a superior one in comparison with all the non-European peoples and cultures. There is in addition the hegemony of European ideas about the Orient, themselves reiterating European superiority over Oriental backwardness, usually overriding the possibility that a more independent, or more skeptical, thinker might have had different views on the matter. In a quite constant way, Orientalism depends for its strategy on this flexible positional superiority, which puts the Westerner in a whole series of possible relationships with the Orient without ever losing him the relative upper hand.

The first test of a strategy is whether your value proposition is different from your rivals. If you are trying to serve the same customers and meet the same needs and sell at the same relative price, then by Porter’s definition, you don’t have a strategy.

stupidity: a process, not a state. A human being takes in far more information than he or she can put out. “Stupidity” is a process or strategy by which a human, in response to social denigration of the information she or he puts out, commits him or herself to taking in no more information than she or he can put out. (Not to be confused with ignorance, or lack of data.) Since such a situation is impossible to achieve because of the nature of mind/perception itself in its relation to the functioning body, a continuing downward spiral of functionality and/or informative dissemination results,’ and he understood why! ‘The process, however, can be reversed,’ the voice continued, ‘at any time.

Education about gender and peace is important. Educational strategies to promote peace must consider all relations of dominance.

Related lessons: Don’t go hunting ghosts, and don’t get too deep into a situation where your civilizational advantage is of little help.

The Pavlovian strategy in public relations has people conditioned more and more to ask themselves, "What do other people think?" As a reuslt, a common delusion is created: people are incited to think what other people think, and thus public opinion may mushroom out into a mass prejudice. Expressed in psychoanalytic terms, through daily propagandistic noise backed up by forceful verbal cues, people can more and more be forced to identify with the powerful noisemaker. Big brother's voice resounds in all the little brothers.

We propose to consider first the single elements of our subject, then each branch of part, and, last of all, the whole in all its relations-therefore to advance from the simple to the complex. But it is necessary for us to commence with a glance at the nature of the whole, because it is particularly necessary that in the consideration of any of the parts their relation to the whole be kept constantly in view. We shall not enter into any of the abstruse definitions of War used by publicists. We shall keep to the element of the thing itself, to a duel. War is nothing but a duel on an extensive scale. If we would conceive as a unit the countless number of duels which make up a War, we shall do so best by supposing to ourselves two wrestlers. Each strives by physical force to compel the other to submit to his will: each endeavors to throw his adversary, and thus render him incapable of further resistance. War therefore is an act of violence intended to compel our opponent to fulfill our will.

There is no such thing as a relationship without a contract. All relationships are governed by contracts, be they implied or explicit. Relationship contracts are not legal contracts, though sometimes societal expectations of relationships get worked into law (this can come into play in situations like divorce as well as the legal establishment and relinquishment of paternity). The society in which you grew up provided you with a set of template contracts to which you implicitly agree whenever you enter a relationship, even a non-sexual one. For example, a common clause of many societal template contracts among friends involves agreeing to not sleep with a friend's recent ex. While you may never explicitly agree to not sleep with a friend's ex, your friend will absolutely feel violated if they discover that you shacked up with the person who dumped them just a week earlier. Essentially, these social contracts tell an individual when they have “permission” to have specific emotional reactions. While this may not seem that impactful, these default standards can have a significant impact on one’s life. For example, in the above reaction, a friend who just got angry out of the blue at a member of their social group would be ostracized by others within the group while a friend who became angry while citing the “they slept with my ex” contract violation may receive social support from the friend group and internally feel more justified in their retaliatory action. To ferret out the contractual aspects of relationships in which you currently participate, think through something a member of that relationship might do that would have you feeling justifiably violated, even though they never explicitly agreed to never take such action. This societal system of template contracts may have worked in a culturally and technologically homogenous world without frequent travel, but within the modern world, assumed template contracts cause copious problems.

What you want in warfare is room to maneuver. Tight corners spell death. Having enemies gives you options. You can play them off against each other, make one a friend as a way of attacking the other, on and on. Without enemies you will not know how or where to maneuver, and you will lose a sense of your limits, of how far you can go. Early on, Julius Caesar identified Pompey as his enemy. Measuring his actions and calculating carefully, he did only those things that left him in a solid position in relation to Pompey. When war finally broke out between the two men, Caesar was at his best. But once he defeated Pompey and had no more such rivals, he lost all sense of proportion—in fact, he fancied himself a god. His defeat of Pompey was his own undoing. Your enemies force on you a sense of realism and humility.

America isn't breaking apart at the seams. The American dream isn't dying. Our new racial and ethnic complexion hasn't triggered massive outbreaks of intolerance. Our generations aren't at each other's throats. They're living more interdependently than at any time in recent memory, because that turns out to be a good coping strategy in hard times. Our nation faces huge challenges, no doubt. So do the rest of the world's aging economic powers. If you had to pick a nation with the right stuff to ride out the coming demographic storm, you'd be crazy not to choose America, warts and all.

If the wars of civilised people are less cruel and destructive than those of savages, the difference arises from the social condition both of states in themselves and in their relations to each other. Out of this social condition and its relations war arises, and by it war is subjected to conditions, is controlled and modified. But these things do not belong to war itself; they are only given conditions; and to introduce into the philosophy of war itself a principle of moderation would be an absurdity.

Porter defines the value proposition as the answer to three fundamental questions (see figure 4-1): Which customers are you going to serve? Which needs are you going to meet? What relative price will provide acceptable value for customers and acceptable profitability for the company?

Feminism involves so much more than gender equality. And it involves so much more than gender. Feminism must involve a consciousness of capitalism— I mean, the feminism that I relate to. And there are multiple feminisms, right? It has to involve a consciousness of capitalism, and racism, and colonialism, and postcolonialities, and ability, and more genders than we can even imagine, and more sexualities than we ever thought we could name. Feminism has helped us not only to recognize a range of connections among discourses, and institutions, and identities, and ideologies that we often tend to consider separately. But it has also helped us to develop epistemological and organizing strategies that take us beyond the categories “women” and “gender.” And, feminist methodologies impel us to explore connections that are not always apparent. And they drive us to inhabit contradictions and discover what is productive in these contradictions. Feminism insists on methods of thought and action that urge us to think about things together that appear to be separate, and to disaggregate things that appear to naturally belong together.

[D]umb evolutionary processes have dramatically amplified the intelligence in the human lineage even compared with our close relatives the great apes and our own humanoid ancestors; and there is no reason to suppose Homo sapiens to have reached the apex of cognitive effectiveness attainable in a biological system.

Human beings are wired for survival. As little kids we instinctually place a mask called personality over parts of our authentic self to protect us from harm and make our way in the world. Made up of innate qualities, coping strategies, conditioned reflexes and defense mechanisms, among lots of other things, our personality helps us know and do what we sense is required to please our parents, to fit in and relate well to our friends, to satisfy the expectations of our culture and to get our basic needs met.

The bureaucrat is a man who administers things and people, and who relates himself to people as to things.

You want to choose a path that puts the odds of winning in your favor; in poker, it’s called game selection. What determines if you win in any game (or business) isn’t how good you are; it’s how good you are relative to your competition. That’s why it’s so important to know your own strengths and weaknesses and find a market in which you have an inherent advantage.

For the Obamacare rollout, Obama worked with the same public relations specialists who also did the publicity for Venezuelan dictator Hugo Chavez. Celinda Lake and American Environics, the leftist pollster who advised the Obama campaign to make contraception for women one of the central issues in the 2012 presidential campaign, offered data that was useful. But the driving force in developing the strategy behind branding Obamacare was the Herndon Alliance. They’re the ones who came up with the now infamous line, “If you like your health-care plan you can keep it.

Across ideological differences, the femjnists have realized that a hierarchical ranking of human faculties and the identification of women with a degraded conception of corporeal reality has been instrumental, historically, to the consolidation of patriarchal power and the male exploration of female labor. Thus, analyses of sexuality, procreation, and mothering have been at the center of feminist theory and women's history. In particular, feminists have uncovered and denounced the strategies and the violence by means of which male-centered systems of exploitation have attempted to discipline and appropriate the female body, demonstrating that women's bodies have been the main targets, the privileged sites, for the deployment of power techniques and power relations. and power-relations

For example, in order to identify these schemas or clarify faulty relational expectations, therapists working from an object relations, attachment, or cognitive behavioral framework often ask themselves (and their clients) questions like these: 1. What does the client tend to want from me or others? (For example, clients who repeatedly were ignored, dismissed, or even rejected might wish to be responded to emotionally, reached out to when they have a problem, or to be taken seriously when they express a concern.) 2. What does the client usually expect from others? (Different clients might expect others to diminish or compete with them, to take advantage and try to exploit them, or to admire and idealize them as special.) 3. What is the client’s experience of self in relationship to others? (For example, they might think of themselves as being unimportant or unwanted, burdensome to others, or responsible for handling everything.) 4. What are the emotional reactions that keep recurring? (In relationships, the client may repeatedly find himself feeling insecure or worried, self-conscious or ashamed, or—for those who have enjoyed better developmental experiences—perhaps confident and appreciated.) 5. As a result of these core beliefs, what are the client’s interpersonal strategies for coping with his relational problems? (Common strategies include seeking approval or trying to please others, complying and going along with what others want them to do, emotionally disengaging or physically withdrawing from others, or trying to dominate others through intimidation or control others via criticism and disapproval.) 6. Finally, what kind of reactions do these interpersonal styles tend to elicit from the therapist and others? (For example, when interacting together, others often may feel boredom, disinterest, or irritation; a press to rescue or take care of them in some way; or a helpless feeling that no matter how hard we try, whatever we do to help disappoints them and fails to meet their need.)

There is a theory about human behavior called the 10-80-10 principle. I speak of it often when I talk to corporate groups or business leaders. It is the best strategy I know for getting the most out of your team. Think of your team or your organization as a big circle. At the very center of it, the nucleus, are the top 10 percenters, people who give all they've got all the time, who are the essence of self-discipline, self-respect, and the relentless persuit of improvement. They are the elite- the most powerful component of any organization. They are the people I love to coach. Outside the nucleus are the 80 percenters. They are the majority- people who go to work, do a good job, and are relatively reliable. The 80 percenters are for the most part trustworthy and dutiful, but they simply don't have the drive and the unbending will that the nucleus guys do. They just don't burn as hot. The final 10 percenters are uninterested or defiant. They are on the periphery, mostly just coasting through life, not caring about reaching their potential or honoring the gifts they've been given. They are coach killers. The leadership challenge is to move as many of the 80 percenters into the nucleus as you can.

The second precondition is developing a viable strategy before entering a Fourth Generation conflict. We have already noted that our strategic goals must be realistic; we cannot remake other societies and cultures in our own image. Here, we offer another warning, one related directly to fighting Fourth Generation war: our strategy must not be so misconceived that it provides a primary reason for others to fight us.

As a result, from 1945 on general works which tried to come to grips with the nature of war very often devoted a separate chapter to guerrilla warfare. They almost treated it as if it stood in no relation to anything else.

I don’t want to talk about me. We never talk about you. I probably don’t know anything about you. He laces his fingers into mine and rests our hands on his stomach. I move my fingertips in tiny circles and he sighs indulgently. “Sure you do. Go on, list everything.” “I know surface things. The color of your shirts. Your lovely blue eyes. You live on mints and make me look like a pig in comparison. You scare three-quarters of B and G employees absolutely senseless, but only because the other quarter haven’t met you yet.” He smirks. “Such a bunch of delicate sissies.” I keep ticking things off. “You’ve got a pencil you use for secret purposes I think relate to me. You dry clean on alternate Fridays. The projector in the boardroom strains your eyes and gives you headaches. You’re good at using silence to scare the shit out of people. It’s your go-to strategy in meetings. You sit there and stare with your laser-eyes until your opponent crumbles.” He remains silent. “Oh, and you’re secretly a decent human being.” “You definitely know more about me than anyone else.” I can feel a tension in him. When I look at his face, he looks shaken. My stalking has scared the ever-loving shit out of him. Unfortunately, the next thing I say sounds deranged. I want to know what’s going on in your brain. I want to juice your head like a lemon.

Ignore the conventional wisdom about what you should or should not be doing. It may make sense for some, but that does not mean it bears any relation to your own goals and destiny. You need to be patient enough to plot several steps ahead—to wage a campaign instead of fighting battles. The path to your goal may be indirect, your actions may be strange to other people, but so much the better: the less they understand you, the easier they are to deceive, manipulate, and seduce. Following this path, you will gain the calm, Olympian perspective that will separate you from other mortals, whether dreamers who get nothing done or prosaic, practical people who accomplish only small things.

Overcoming fragmentation can be a very significant strategic opportunity. The payoff to consolidating a fragmented industry can be high because the costs of entry into it are by definition low, and there tend to be small and relatively weak competitors who offer little threat of retaliation. I have stressed earlier in this book that an industry must be viewed as an interrelated system, and this fact applies to fragmented industries as well. An industry can be fragmented because of only one of the factors listed in the previous section. If this fundamental block to consolidation can be somehow overcome, this often triggers a process by which the entire structure of the industry changes.

The key is to take a larger project or goal and break it down into smaller problems to be solved, constraining the scope of work to solving a key problem, and then another key problem. This strategy, of breaking a project down into discrete, relatively small problems to be resolved, is what Bing Gordon, a cofounder and the former chief creative officer of the video game company Electronic Arts, calls smallifying. Now a partner at the venture capital firm Kleiner Perkins, Gordon has deep experience leading and working with software development teams. He’s also currently on the board of directors of Amazon and Zynga. At Electronic Arts, Gordon found that when software teams worked on longer-term projects, they were inefficient and took unnecessary paths. However, when job tasks were broken down into particular problems to be solved, which were manageable and could be tackled within one or two weeks, developers were more creative and effective.

Ministry is not about helping these kids be better Christians; it is about helping them be what God created them to be-human. And it is the degradation of their humanity, brought about by broken and abusive families, violent neighborhoods, failing schools and poverty, that caused them to lash out so forcefully. Ministry is about suffering with them in their dehumanization, celebrating their human endeavors and in all things pointing to the true human, Jesus Christ our Lord. Having

Let us take a limited example and compare the war machine and the state apparatus in the context of the theory of games. Let us take chess and Go, from the standpoint of game pieces, the relations between the pieces and the space involved. Chess is a game of the State, or of the court: the emperor of China played it. Chess pieces are coded; they have an internal nature and intrinsic properties from which their movements, situations, and confrontations derive. They have qualities; a knight remains a knight, a pawn a pawn, a bishop a bishop. Each is like a subject of the statement endowed with relative power, and these relative powers combine in a subject of enunciation, that is, the chess player or the game’s form of interiority. Go pieces, I contrast, are pellets, disks, simple arithmetic units, and have only an anonymous, collective, or third-person function: “It” makes a move. “It” could be a man, a woman, a louse, an elephant. Go pieces are elements of a nonsubjectified machine assemblage with no intrinsic properties, only situational ones. Thus the relations are very different in the two cases. Within their milieu of interiority, chess pieces entertain biunivocal relations with one another, and with the adversary’s pieces: their functioning is structural. One the other hand, a Go piece has only a milieu of exteriority, or extrinsic relations with nebulas or constellations, according to which it fulfills functions of insertion or situation, such as bordering, encircling, shattering. All by itself, a Go piece can destroy an entire constellation synchronically; a chess piece cannot (or can do so diachronically only). Chess is indeed a war, but an institutionalized, regulated, coded war with a front, a rear, battles. But what is proper to Go is war without battle lines, with neither confrontation nor retreat, without battles even: pure strategy, whereas chess is a semiology. Finally, the space is not at all the same: in chess, it is a question of arranging a closed space for oneself, thus going from one point to another, of occupying the maximum number of squares with the minimum number of pieces. In Go, it is a question of arraying oneself in an open space, of holding space, of maintaining the possibility of springing up at any point: the movement is not from one point to another, but becomes perpetual, without aim or destination, without departure or arrival. The “smooth” space of Go, as against the “striated” space of chess. The nomos of Go against the State of chess, nomos against polis. The difference is that chess codes and decodes space, whereas Go proceeds altogether differently, territorializing and deterritorializing it (make the outside a territory in space; consolidate that territory by the construction of a second, adjacent territory; deterritorialize the enemy by shattering his territory from within; deterritorialize oneself by renouncing, by going elsewhere…) Another justice, another movement, another space-time.

related type of argument is that we ought—rather callously—to welcome small and medium-scale catastrophes on grounds that they make us aware of our vulnerabilities and spur us into taking precautions that reduce the probability of an existential catastrophe. The idea is that a small or medium-scale catastrophe acts like an inoculation, challenging civilization with a relatively survivable form of a threat and stimulating an immune response that readies the world to deal with the existential variety of the threat.15

It isn’t always a matter, we should note, of identifying with the protagonist. No one I know, regardless of how much they love his novel, wants to be Humbert Humbert or Victor Frankenstein, although perhaps for different reasons. Or Heathcliff. Ever want to be Heathcliff? I didn’t think so. They are not the stuff of our fantasy lives, yet we may revel in their world, even while reviling their personalities. Consider Humbert. The narrative strategy Nabokov employs is very daring, since it demands that we identify with someone who is breaking what nearly everyone will consider the most absolute taboo. …Sympathy is out of the question. What the novel requires, however, is that we continue reading, something it audaciously gives us reason to do. The word games and intellectual brilliance helps, certainly; he’s detestable but charming and brilliant. The other element is that we watch him with a sort of appalled fascination: can he really intend that; does he really do this; would he really attempt even that; has he lost all sense of proportion? The answers are, in order, yes, yes, yes, and yes. Pretty clearly, then, there are pleasures in the text that are not inherent in the personality of the main character.

Note: Some strategies that will be mentioned here are a bit advanced. However, just knowing them can help you form the basis of your research in making money through forex trading. *The Daily Fibonacci Pivot Strategy *Overlapping Fibonacci trade *The Forex Dual Stochastic trade *The Blade Runner Trading *Pop ‘n’ Stop trades *The blade runner reversal *Relative Strength Index Strategy (RS *The Williams Percent Range Indicator Strategy (Williams %R) *The Moving Average Convergence Divergence Strategy (MACD) *The Turtle Trading Strategy *The Crossover of Moving Averages Strategy *The Moving Averages Strategy

The move from a structuralist account in which capital is understood to structure social relations in relatively homologous ways to a view of hegemony in which power relations are subject to repetition, convergence, and rearticulation brought the question of temporality into the thinking of structure, and marked a shift from a form of Althusserian theory that takes structural totalities as theoretical objects to one in which the insights into the contingent possibility of structure inaugurate a renewed conception of hegemony as bound up with the contingent sites and strategies of the rearticulation of power.

If I try to use human influence strategies and tactics of how to get other people to do what I want, to work better, to be more motivated, to like me and each other—while my character is fundamentally flawed, marked by duplicity and insincerity—then, in the long run, I cannot be successful. My duplicity will breed distrust, and everything I do—even using so-called good human relations techniques—will be perceived as manipulative. It simply makes no difference how good the rhetoric is or even how good the intentions are; if there is little or no trust, there is no foundation for permanent success. Only basic goodness gives life to technique.

Loss of sensory functions, in particular due to difficulties seeing and hearing. Studies have shown that age-related hearing loss is directly associated with cognitive decline, in part because the area of the brain that is supposed to be dedicated to higher-level cognition is instead forced to struggle to interpret diminished sounds.

The post-anthropocentric shift away from the hierarchical relations that had privileged ‘Man’ requires a form of estrangement and a radical repositioning on the part of the subject. The best method to accomplish this is through the strategy of de-familiarization or critical distance from the dominant vision of the subject. Dis-identification involves the loss of familiar habits of thought and representation in order to pave the way for creative alternatives. Deleuze would call it an active ‘deterritorialization’. Race and post-colonial theories have also made important contributions to the methodology and the political strategy of de-familiarization (Gilroy, 2005).

The main idea behind affective forecasting is that we have a bias when we predict future mood (affective) states in relation to positive or negative events. For example, a couple of years after winning a lottery, the winners were about as happy as they were before their win, despite the general affective forecast that they would be much happier if only they could win the lottery. This is also true of people who have suffered debilitating accidents. A few years after the accident, despite long-term effects such as paralysis, accident victims were about as happy as they were before this life-changing event—again, despite the general affective forecast that they would be much unhappier.

Establish and employ metrics for measuring your status relative to other potential challengers. Chinese strategy places a high premium on assessing China’s relative power, during peacetime and in the event of war, across a plethora of dimensions beyond just military considerations. The United States, by contrast, has never attempted to do this.

Once America was relatively free of class hatred. The progressivists realized that it would be impossible to pit one class against another for political gain, if such classes did not exist, or were without basic antagonism. Dr. George Counts proposed that the schools should disrupt this stabilizing influence in America ... This cruel and cynical admonition to the educators of America to purposefully promote class strife and bitterness was an open acceptance of Lenin's strategy of "incite one against another." Twenty years later, most textbook authors were carefully following Counts advice. Class hatred is induced in students by presenting American history as a prolonged class struggle.

Forget bringing the troops home from Iraq. We need to get the troops home from World War II. Can anybody tell me why, in 2009, we still have more than sixty thousand troops in Germany and thirty thousand in Japan? At some point, these people are going to have to learn to rape themselves. Our soldiers have been in Germany so long they now wear shorts with black socks. You know that crazy soldier hiding in the cave on Iwo Jima who doesn’t know the war is over? That’s us. Bush and Cheney used to love to keep Americans all sphinctered-up on the notion that terrorists might follow us home. But actually, we’re the people who go to your home and then never leave. Here’s the facts: The Republic of America has more than five hundred thousand military personnel deployed on more than seven hundred bases, with troops in one hundred fifty countries—we’re like McDonald’s with tanks—including thirty-seven European countries—because you never know when Portugal might invade Euro Disney. And this doesn’t even count our secret torture prisons, which are all over the place, but you never really see them until someone brings you there—kinda like IHOP. Of course, Americans would never stand for this in reverse—we can barely stand letting Mexicans in to do the landscaping. Can you imagine if there were twenty thousand armed Guatemalans on a base in San Ber-nardino right now? Lou Dobbs would become a suicide bomber. And why? How did this country get stuck with an empire? I’m not saying we’re Rome. Rome had good infrastructure. But we are an empire, and the reason is because once America lands in a country, there is no exit strategy. We’re like cellulite, herpes, and Irish relatives: We are not going anywhere. We love you long time!

The Southern strategy of the Nixon administration is based upon the same principle as the Compromise of 1876: namely, that Northern Republicans and Southern conservatives share common interests and together can rule this nation. I do not think it is possible to condemn too harshly what the President has done in the South in order to form this alliance. Indeed, I can think of no recent President who has more blatantly sacrificed the ideals of equality and racial justice for his own political ends. Nor is Nixon simply riding the wave of reaction. He is encouraging that reaction, for he knows that he became President because of divisions in the society, and that it is in his interest that these divisions grow wider.

Strategy can seem mystical and mysterious. It isn't. It is easily defined. It is a set of choices about winning. Again, it is an integrated set of choices that uniquely positions the firm in its industry so as to create sustainable advantage and superior value relative to the competition. Specifically, strategy is the answer to these five interrelated questions: 1. What is your winning aspiration? The purpose of your enterprise, its motivating aspiration. 2. Where will you play? A playing field where you can achieve that aspiration. 3. How will you win? The way you will win on the chosen playing field. 4. What capabilities must be in place? The set and configuration of capabilities required to win in the chosen way. 5. What management systems are required? The systems and measures that enable the capabilities and support the choices. These choices and the relationship between them can be understood as a reinforcing cascade, with the choices at the top of the cascade setting the context for the choices below, and choices at the bottom influencing and refining the choices above.

The Biology of Tribalism concerns pushes and pulls between populations, which primarily occur due to tradeoffs between inbreeding and outbreeding. Ethnocentrism and other tribalistic personality facets have evolved to influence mate choice and encourage “optimal outbreeding.” The book will explore these and other tribalistic political phenomena that impact the evolution of populations, including gender inequality, warfare, and genocide. The Biology of Family Conflict (Parent-Offspring Conflict) is the field of evolutionary theory that explains why the interests of the most closely related individuals do not always align, and thus why different family disciplinary strategies exist. The two opposed disciplinary models are based on egalitarian and hierarchical moralities. These conflicts are linked to the variation in people's tolerance of inequality. The Biology of Altruism and Self-Interest is the area of evolutionary theory that describes how and why people cooperate with and betray one another; this field sheds light on why some people perceive human nature so differently than others.

The two board games that best approximate the strategies of war are chess and the Asian game of go. In chess, the board is small. In comparison to go, the attack comes relatively quickly, forcing a decisive battle.... Go is much less formal. It is played on a large grid, with 361 intersections — nearly six times as many positions as in chess.... [A game of go] can last up to three hundred moves. The strategy is more subtle and fluid than chess, developing slowly; the more complex the pattern your stones initially create on the board, the harder it is for your opponent to understand your strategy. Fighting to control a particular area is not worth the trouble: You have to think in larger terms, to be prepared to sacrifice an area in order eventually to dominate the board. What you are after is not an entrenched position but mobility. With mobility you can isolate your opponent in small areas and then encircle them... Chess is linear, position oriented, and aggressive; go is nonlinear and fluid. Aggression is indirect until the end of the game, when the winner can surround the opponents' stones at an accelerated pace.

International peacebuilders will need to act in novel ways that are likely to challenge deeply entrenched cultural norms and jeopardize numerous organizational interests. They will have to learn how to support grassroots conflict-resolution efforts. They will have to integrate bottom-up and top-down strategies to fully address the local, national, and international sources of tensions.

Consider again the mated pair with which we began the chapter. Both partners, as selfish machines, ‘want’ sons and daughters in equal numbers. To this extent they agree. Where they disagree is in who is going to bear the brunt of the cost of rearing each one of those children. Each individual wants as many surviving children as possible. The less he or she is obliged to invest in any one of those children, the more children he or she can have. The obvious way to achieve this desirable state of affairs is to induce your sexual partner to invest more than his or her fair share of resources in each child, leaving you free to have other children with other partners. This would be a desirable strategy for either sex, but it is more difficult for the female to achieve. Since she starts by investing more than the male, in the form of her large, food-rich egg, a mother is already at the moment of conception ‘committed’ to each child more deeply than the father is. She stands to lose more if the child dies than the father does. More to the point, she would have to invest more than the father in the future in order to bring a new substitute child up to the same level of development. If she tried the tactic of leaving the father holding the baby, while she went off with another male, the father might, at relatively small cost to himself, retaliate by abandoning the baby too. Therefore, at least in the early stages of child development, if any abandoning is going to be done, it is likely to be the father who abandons the mother rather than the other way around. Similarly, females can be expected to invest more in children than males, not only at the outset, but throughout development. So, in mammals for example, it is the female who incubates the foetus in her own body, the female who makes the milk to suckle it when it is born, the female who bears the brunt of the load of bringing it up and protecting it. The female sex is exploited, and the fundamental evolutionary basis for the exploitation is the fact that eggs are larger than sperms.

Black people all over the South were saying this to Union officials: Do not abolish slavery and leave us landless. Do not force us to work for our former masters and call that freedom. They distinguished between abolishing slavery and freeing people. You can only set us free by providing us with land to “till...by our own labor,” they declared. In offering postwar policy, Black people were rewriting what it meant to be free. And, in antiracist fashion, they were rejecting integration as a race relations strategy that involved Blacks showing Whites their equal humanity. They were rejecting uplift suasion - rejecting the job of working to undo the racist ideas of Whites by not performing stereotypes. Racist ideas, they were saying, were only in the eyes of the beholder, and only the beholders of racist ideas were responsible for their release.

At a higher level of abstraction, the behavioral correlates of life history strategies can be framed within the five-factor model of personality. Among the Big Five, agreeableness and conscientiousness show the most consistent pattern of associations with slow traits such as restricted sociosexuality, long-term mating orientation, couple stability, secure attachment to parents in infancy and romantic partners in adulthood, reduced sex drive, low impulsivity, and risk aversion across domains. Conscientiousness and (to a smaller extent) agreeableness are also the most reliable personality predictors of physical health and longevity; the contribution of neuroticism is mixed and may depend on the specific facets considered. The life history correlates of neuroticism are much less straightforward; for example, high neuroticism tends to predict increased short-term mating in women but reduced short-term mating in men, with much cross-cultural variation. There is also evidence that slow life history–related traits can be associated with social anxiety and insecurity, which is consistent with a general profile of risk aversion and behavioral inhibition. As a first approximation, then, metatrait alpha can be treated as a broadband correlate of slow strategies, with the caveat that neuroticism may be elevated at both ends of the continuum.

28.  Do not repeat the tactics which have gained you one victory, but let your methods be regulated by the infinite variety of circumstances. [As Wang Hsi sagely remarks: “There is but one root-principle underlying victory, but the tactics which lead up to it are infinite in number.” With this compare Col. Henderson: “The rules of strategy are few and simple. They may be learned in a week. They may be taught by familiar illustrations or a dozen diagrams. But such knowledge will no more teach a man to lead an army like Napoleon than a knowledge of grammar will teach him to write like Gibbon.”] 29.  Military tactics are like unto water; for water in its natural course runs away from high places and hastens downwards. 30.  So in war, the way is to avoid what is strong and to strike at what is weak. [Like water, taking the line of least resistance.] 31.  Water shapes its course according to the nature of the ground over which it flows; the soldier works out his victory in relation to the foe whom he is facing. 32.  Therefore, just as water retains no constant shape, so in warfare there are no constant conditions. 33.  He who can modify his tactics in relation to his opponent and thereby succeed in winning, may be called a heaven-born captain. 34.  The five elements (water, fire, wood, metal, earth) are not always equally predominant; [That is, as Wang Hsi says: “they predominate alternately.”] the four seasons make way for each other in turn. [Literally, “have no invariable seat.”] There are short days and long; the moon has its periods of waning and waxing. [Cf. V. ss. 6. The purport of the passage is simply to illustrate the want of fixity in war by the changes constantly taking place in Nature. The comparison is not very happy, however, because the regularity of the phenomena which Sun Tzu mentions is by no means paralleled in war.]

Your identity is altered, even though you don’t want it to be. You are not the same person, and some of your friends will relate to you differently. Redefining ourselves, that is, building a new identity after the death of a loved one, is another significant task commonly forgotten in grief work. It’s okay to be a different person than when you started your journey through loss. So ask yourself how much your great loss has affected your identity as a person and how you will rebuild it.

The first tip I would offer to those wishing to give Stoicism a try is to practice what I have referred to as stealth Stoicism: You would do well, I think, to keep it a secret that you are a practicing Stoic. (This would have been my own strategy, had I not taken it upon myself to become a teacher of Stoicism.) By practicing Stoicism stealthily, you can gain its benefits while avoiding one significant cost: the teasing and outright mockery of your friends, relatives, neighbors, and coworkers.

The mission that God has given us is a highly relational mission. Jesus said, "As the Father has sent me, I am sending you" John 20:21. Jesus came into this world, lived in obscurity for 30 years and then spent three years relationally investing in twelve men, whose charge was to do the same thing by relationally investing in others. This strategy has worked for 2000 years each of us has been touched by someone reaching out to and investing in us relationally, thus advancing the gospel and the mission of God.

a study by Marie Guilloteaux and Zoltán Dörnyei (2008) who explored the links between teachers’ motivational practice and students’ motivation for L2 learning. It was a large-scale study with 27 teachers and over 1,300 learners in English as a Foreign Language (EFL) classrooms in Korea. The teachers’ motivational strategies were described using a classroom observation scheme—the Motivation Orientation of Language Teaching (MOLT). MOLT identified 25 motivational practices used by the teachers that were relatively easy to define and to observe.

Vitale also argues that New York’s crime drop is no different from elsewhere: “There is very little support for the idea that Broken Windows policing in and of itself is responsible for the crime drop. The crime drop is a national and international phenomenon, and it’s been happening in cities that never had Broken Windows policing,” he says. More straw men. No one has ever claimed that Broken Windows efforts were uniquely responsible for the crime drop. But they were part of a related set of strategies that catapulted New York far ahead of the competition. New

Call it the “Tobacco Strategy.” Its target was science, and so it relied heavily on scientists—with guidance from industry lawyers and public relations experts—willing to hold the rifle and pull the trigger. Among the multitude of documents we found in writing this book were Bad Science: A Resource Book—a how-to handbook for fact fighters, providing example after example of successful strategies for undermining science, and a list of experts with scientific credentials available to comment on any issue about which a think tank or corporation needed a negative sound bite.14

Wright advocates for some salutary counterhegemonic strategies, based in geographic rootedness, local public goods, and worker’s cooperatives. But one has to wonder whether such things are all that viable (at least as traditionally conceived), given that the forces of production drive increasingly abstract relations of production, which appear then as transnational legal and treaty forms protecting information as private property. Trebor Scholz proposes a form of platform cooperativism as a more contemporary approach.47 The vectoralist stack needs to be countered with a counterstack on the infrastructural level.

The principles of war are the same as those of a siege. Fire must be concentrated on one point, and as soon as the breach is made, the equilibrium is broken and the rest is nothing.' Subsequent military theory has put the accent on the first clause instead of on the last: in particular, on the words 'one point' instead of on the word 'equilibrium'. The former is but a physical metaphor, whereas the latter expresses the actual psychological result which ensures 'that the rest is nothing'. His own emphasis can be traced in the strategic course of his campaigns. The word 'point' even, has been the source of much confusion, and more controversy. One school has argued that Napoleon meant that the concentrated blow must be aimed at the enemy's strongest point, on the ground that this, and this only, ensures decisive results. For if the enemy's main resistance be broken, its rupture will involve that of any lesser opposition. This argument ignores the factor of cost, and the fact that the victor may be too exhausted to exploit his success-so that even a weaker opponent may acquire a relatively higher resisting power than the original. The other school-better imbued with the idea of economy of force, but only in the limited sense of first costs-has contended that the offensive should be aimed at the enemy's weakest point. But where a point is obviously weak this is usually because it is remote from any vital artery or nerve centre, or because it is deliberately weak to draw the assailant into a trap. Here, again illumination comes from the actual campaign in which Bonaparte put this maxim into execution. It clearly suggests that what he really meant was not 'point', but 'joint'-and that at this stage of his career he was too firmly imbued with the idea of economy of force to waste his limited strength in battering at the enemy's strong point. A joint, however, is both vital and vulnerable. It was at this time too, that Bonaparte used another phrase that has subsequently been quoted to justify the most foolhardy concentrations of effort against the main armed forces of the enemy. 'Austria is our most determined enemy....Austria overthrown, Spain and Italy fall of themselves. We must not disperse our attacks but concentrate them.' But the full text of the memorandum containing this phrase shows that he was arguing, not in support of the direct attack upon Austria, but for using the army on the frontier of Piedmont for an indirect approach to Austria.

Lind’s scheme has been widely adopted. Note, however, that it is based mainly on developments on the tactical and operational levels. It has relatively little to say about strategy, let alone grand strategy and the kind of political, economic, social and cultural factors in which the latter is rooted. In this it differs from some other schemes, including my own which is based on the distinction between “trinitarian” and “non-trinitarian” warfare. Here the assumption is that there are two basic kinds of war, i.e. those in which the distinction between government, armed forces and people is maintained and those in which it is not.

Those with a dismissive-avoidant attachment style tend to show higher levels of self-reliance, a reduced signaling of need for others, and a distancing, detached attitude toward parents or partners. In children, avoidance is related to aggression, antisocial behaviors, and inflated self-esteem. In adults, avoidance is related to low commitment in romantic relationships, avoidance of intimacy, higher levels of sexual coercion, and a more promiscuous, sexually unrestrained orientation.89 Dismissive-avoidant attachment bears the hallmark of a low-parenting strategy, favoring short-term relationships over intimate, long-term bonding.

Pleasure Principles What you pay attention to grows. This will be familiar to those who have read Emergent Strategy. Actually, all the emergent strategy principles also apply here! (Insert eggplant emoji). Tune into happiness, what satisfies you, what brings you joy. We become what we practice. I learned this through studying somatics! In his book The Leadership Dojo, Richard Strozzi-Heckler shares that “300 repetitions produce body memory … [and] 3,000 repetitions creates embodiment.”12 Yes is the way. When it was time to move to Detroit, when it was time to leave my last job, when it was time to pick up a meditation practice, time to swim, time to eat healthier, I knew because it gave me pleasure when I made and lived into the decision. Now I am letting that guide my choices for how I organize and for what I am aiming toward with my work—pleasure in the processes of my existence and states of my being. Yes is a future. When I feel pleasure, I know I am on the right track. Puerto Rican pleasure elder Idelisse Malave shared with me that her pleasure principle is “If it pleases me, I will.” When I am happy, it is good for the world.13 The deepest pleasure comes from riding the line between commitment and detachment.14 Commit yourself fully to the process, the journey, to bringing the best you can bring. Detach yourself from ego and outcomes. Make justice and liberation feel good. Your no makes the way for your yes. Boundaries create the container within which your yes is authentic. Being able to say no makes yes a choice. Moderation is key.15 The idea is not to be in a heady state of ecstasy at all times, but rather to learn how to sense when something is good for you, to be able to feel what enough is. Related: pleasure is not money. Pleasure is not even related to money, at least not in a positive way. Having resources to buy unlimited amounts of pleasure leads to excess, and excess totally destroys the spiritual experience of pleasure.

Ruth and I often share the stories that we have heard and the things that we have learned to help the western church and many of its congregations grasp a new, and perhaps more biblical, perspective on suffering and persecution in our faith. We share often about how suffering and persecution relate to our faith. We desperately want our western brothers and sisters in Christ to realize that the greatest enemy of our faith today is not communism, Buddhism, Hinduism, Atheism, or even Islam. Our greatest enemy is lostness. Lostness is the terrible enemy that Jesus commissioned His followers to vanquish with the battle strategy that He spelled out for them in Matthew 28:18-20. He was addressing this same enemy when He plainly clarified His purpose in coming: 'I have come to seek and to save those who are lost.' Our hope is that believers around the world will get close enough to the heart of God that the first images that come to mind when we heard the word 'Muslim' are not Somali pirates or suicide bombers or violent jihadists or even terrorists. When we hear the word 'Muslim,' we need to see and think of each and every individual Muslim as a lost person who is loved by God. We need to see each Muslim as a person in need of God's grace and forgiveness. We need to see each Muslim as someone for whom Christ died.

Thaler recounts an amusing real-life example of mental accounting.15 A professor of finance he knows has a clever strategy to help him deal with minor misfortunes. At the beginning of the year, the professor plans for a generous donation to his favorite charity. Anything untoward that happens in the course of the year—a speeding ticket, replacing a lost possession, an unwanted touch by an impecunious relative—is then charged to the charity account. The system makes the losses painless, because the charity does the paying. The charity receives whatever is left over in the account. Thaler has nominated his friend as the world’s first Certified Mental Accountant.

Here are my simple rules for identifying market tops and bottoms: 1. Market tops are relatively easy to recognize. Buyers generally become overconfident and almost always believe “this time is different.” It’s usually not. 2. There’s always a surplus of relatively cheap debt capital to finance acquisitions and investments in a hot market. In some cases, lenders won’t even charge cash interest, and they often relax or suspend typical loan restrictions as well. Leverage levels escalate compared to historical averages, with borrowing sometimes reaching as high as ten times or more compared to equity. Buyers will start accepting overoptimistic accounting adjustments and financial forecasts to justify taking on high levels of debt. Unfortunately most of these forecasts tend not to materialize once the economy starts decelerating or declining. 3. Another indicator that a market is peaking is the number of people you know who start getting rich. The number of investors claiming outperformance grows with the market. Loose credit conditions and a rising tide can make it easy for individuals without any particular strategy or process to make money “accidentally.” But making money in strong markets can be short-lived. Smart investors perform well through a combination of self-discipline and sound risk assessment, even when market conditions reverse.

To make good choices, you need to make sense of the complexity of your environment. The strategy logic flow can point you to the key areas of analysis necessary to generate sustainable competitive advantage. First, look to understand the industry in which you play (or will play), its distinct segments and their relative attractiveness. Without this step, it is all too easy to assume that your map of the world is the only possible map, that the world is unchanging, and that no better possibilities exist. Next, turn to customers. What do channel and end consumers truly want, need, and value-and how do those needs fit with your current or potential offerings? To answer this question, you will have to dig deep-engaging in joint value creation with channel partners and seeking a new understanding of end consumers. After customers, the lens turns inward: what are your capabilities and costs relative to the competition? Can you be a differentiator or a cost leader? If not, you will need to rethink your choices. Finally, consider competition; what will your competitors do in the face of your actions? Throughout the thinking process, be open to recasting previous analyses in light of what you learn in a subsequent box. The basic direction of the process is from left to right, but it also has interdependencies that require a more flexible path through it.

It was, as Berlin remembered it: “The fox knows many things, but the hedgehog knows one big thing.” 2 The passage survives only as a fragment, so its context has long been lost. But the Renaissance scholar Erasmus played around with it, 3 and Berlin couldn’t help doing the same. Might it become a scheme for classifying great writers? If so, Plato, Dante, Dostoevsky, Nietzsche, and Proust would all have been hedgehogs. Aristotle, Shakespeare, Goethe, Pushkin, and Joyce were obviously foxes. So was Berlin, who distrusted most big things—like logical positivism—but felt fully at ease with smaller ones. 4 Diverted by World War II, Berlin didn’t return to his quadrupeds until 1951, when he used them to frame an essay he was preparing on Tolstoy’s philosophy of history. It appeared two years later as a short book, The Hedgehog and the Fox. Hedgehogs, Berlin explained, “relate everything to a single central vision” through which “all that they say and do has significance.” Foxes, in contrast, “pursue many ends, often unrelated and even contradictory, connected, if at all, only in some de facto way.” The distinction was simple but not frivolous: it offered “a point of view from which to look and compare, a starting point for genuine investigation.” It might even reflect “one of the deepest differences which divide writers and thinkers, and, it may be, human beings in general.

One article on reproductive strategies was titled "Sneaky Fuckers." Kya laughed. As is well known, the article began, in nature, usually the males with the most prominent secondary sexual characteristics, such as the biggest antlers, deepest voices, broadest chests, and superior knowledge secure the best territories because they have fended off weaker males. The females choose to mate with these imposing alphas and are thereby inseminated with the best DNA around, which is passed on to the female's offspring- one of the most powerful phenomena in the adaptation and continuance of life. Plus, the females get the best territory for their young. However, some stunted males, not strong, adorned, or smart enough to hold good territories, possess bags of tricks to fool the females. They parade their smaller forms around in pumped-up postures or shout frequently- even if in shrill voices. By relying on pretense and false signals, they manage to grab a copulation here or there. Pint-sized male bullfrogs, the author wrote, hunker down in the grass and hide near an alpha male who is croaking with great gusto to call in mates. When several females are attracted to his strong vocals at the same time, and the alpha is busy copulating with one, the weaker male leaps in and mates one of the others. The imposter males were referred to as "sneaky fuckers." Kya remembered, those many years ago, Ma warning her older sisters about young men who overrevved their rusted-out pickups or drove jalopies around with radios blaring. "Unworthy boys make a lot of noise," Ma had said. She read a consolation for females. Nature is audacious enough to ensure that the males who send out dishonest signals or go from one female to the next almost always end up alone. Another article delved into the wild rivalries between sperm. Across most life-forms, males compete to inseminate females. Male lions occasionally fight to the death; rival bull elephants lock tusks and demolish the ground beneath their feet as they tear at each other's flesh. Though very ritualized, the conflicts can still end in mutilations. To avoid such injuries, inseminators of some species compete in less violent, more creative methods. Insects, the most imaginative. The penis of the male damselfly is equipped with a small scoop, which removes sperm ejected by a previous opponent before he supplies his own. Kya dropped the journal on her lap, her mind drifting with the clouds. Some female insects eat their mates, overstressed mammal mothers abandon their young, many males design risky or shifty ways to outsperm their competitors. Nothing seemed too indecorous as long as the tick and the tock of life carried on. She knew this was not a dark side to Nature, just inventive ways to endure against all odds. Surely for humans there was more.

In fact, as these companies offered more and more (simply because they could), they found that demand actually followed supply. The act of vastly increasing choice seemed to unlock demand for that choice. Whether it was latent demand for niche goods that was already there or a creation of new demand, we don't yet know. But what we do know is that the companies for which we have the most complete data - netflix, Amazon, Rhapsody - sales of products not offered by their bricks-and-mortar competitors amounted to between a quarter and nearly half of total revenues - and that percentage is rising each year. in other words, the fastest-growing part of their businesses is sales of products that aren't available in traditional, physical retail stores at all. These infinite-shelf-space businesses have effectively learned a lesson in new math: A very, very big number (the products in the Tail) multiplied by a relatives small number (the sales of each) is still equal to a very, very big number. And, again, that very, very big number is only getting bigger. What's more, these millions of fringe sales are an efficient, cost-effective business. With no shelf space to pay for - and in the case of purely digital services like iTunes, no manufacturing costs and hardly any distribution fees - a niche product sold is just another sale, with the same (or better) margins as a hit. For the first time in history, hits and niches are on equal economic footing, both just entries in a database called up on demand, both equally worthy of being carried. Suddenly, popularity no longer has a monopoly on profitability.

When you can’t feel or act in a way that connects you to your bigger-picture goal of warmth and harmony, it’s worth attempting a “bottom-up” rather than a “top-down” strategy, focusing on the in-the-moment possibilities for awareness, kindness, and responsiveness. A finer-grained attention to what you are each doing to cause bad interactions can enable you to notice what each of you could do differently and gently lead you away from dwelling in a miasma of emotional negativity that toxifies the whole relational atmosphere. Attention to process, not outcome; awareness in the moment; tuning in to your own emotional weather—these are valuable mindfulness techniques under any circumstances, but they are particularly important to creating the moments of repair or attunement that can then promote a more positive big picture. As

Keeping a new church outwardly focused from the beginning is much easier than trying to refocus an inwardly concerned church. In order to plant a successful church, you have to know that you know that you are undeniably called by God. The call to start a new church plant is not the same as the call to serve in an existing church or work in a ministry-related organization. You may be the greatest preacher this side of Billy Graham but still not be called to start a church. If you think you may have allowed an improper reason, voice or emotion to lead you to the idea of starting a new church, back away now. Spend some more time with God. You don’t want to move forward on a hunch or because you feel “pretty sure” that you should be planting a church. You have to be completely certain. “You’re afraid? So what. Everybody’s afraid. Fear is the common ground of humanity. The question you must wrestle to the ground is, ‘Will I allow my fear to bind me to mediocrity?’” When you think of a people group that you might be called to reach, does your heart break for them? If so, you may want to consider whether God is specifically calling you to reach that group for His kingdom. Is your calling clear? Has your calling been confirmed by others? Are you humbled by the call? Have you acted on your call? Do you know for certain that God has called you to start a new church? Nail it down. When exactly were you called? What were the circumstances surrounding your call? How did it match up with the sources of proper calling? Do you recognize the four specific calls in your calling? How? How does your call measure up to biblical characteristics? What is the emerging vision that God is giving you with this call? As your dependence on God grows, so will your church. One of the most common mistakes that enthusiastic and well-meaning church starters make is to move to a new location and start trying to reach people without thinking through even a short-term strategy. Don’t begin until you count the cost. why would you even consider starting a church (the only institution Jesus left behind and the only one that will last forever) without first developing a God-infused, specific, winning strategy? There are two types of pain: the pain of front-end discipline and the pain of back-end regret. With the question of strategy development, you get to choose which pain you’d rather live with. Basically, a purpose, mission and vision statement provides guiding principles that describe what God has called you to do (mission), how you will do it (purpose) and what it will look like when you get it done (vision). Keep your statement simple. Be as precise as possible. Core values are the filter through which you fulfill your strategy. These are important, because your entire strategy will be created and implemented in such a way as to bring your core values to life. Your strategic aim will serve as the beacon that guides the rest of your strategy. It is the initial purpose for which you are writing your strategy. He will not send more people to you than you are ready to receive. So what can you do? The same thing Dr. Graham does. Prepare in a way that enables God to open the floodgates into your church. If you are truly ready, He will send people your way. If you do the work we’ve described in this chapter, you’ll be able to build your new church on a strong base of God-breathed preparation. You’ll know where you are, where you’re going and how you are going to get there. You’ll be standing in the rain with a huge bucket, ready to take in the deluge. However, if you don’t think through your strategy, write it down and then implement it, you’ll be like the man who stands in the rainstorm with a Dixie cup. You’ll be completely unprepared to capture what God is pouring out. The choice is yours!

On the bus, I pull out my book. It's the best book I've ever read, even if I'm only halfway through. It's called Jane Eyre by Charlotte Brontë, with two dots over the e. Jane Eyre lives in England in Queen Victoria's time. She's an orphan who's taken in by a horrid rich aunt who locks her in a haunted room to punish her for lying, even though she didn't lie. Then Jane is sent to a charity school, where all she gets to eat is burnt porridge and brown stew for many years. But she grows up to be clever, slender, and wise anyway. Then she finds work as a governess in a huge manor called Thornfield, because in England houses have names. At Thornfield, the stew is less brown and the people less simple. That's as far as I've gotten... Diving back into Jane Eyre... Because she grew up to be clever, slender and wise, no one calls Jane Eyre a liar, a thief or an ugly duckling again. She tutors a young girl, Adèle, who loves her, even though all she has to her name are three plain dresses. Adèle thinks Jane Eyre's smart and always tells her so. Even Mr. Rochester agrees. He's the master of the house, slightly older and mysterious with his feverish eyebrows. He's always asking Jane to come and talk to him in the evenings, by the fire. Because she grew up to be clever, slender, and wise, Jane Eyre isn't even all that taken aback to find out she isn't a monster after all... Jane Eyre soon realizes that she's in love with Mr. Rochester, the master of Thornfield. To stop loving him so much, she first forces herself to draw a self-portrait, then a portrait of Miss Ingram, a haughty young woman with loads of money who has set her sights on marrying Mr. Rochester. Miss Ingram's portrait is soft and pink and silky. Jane draws herself: no beauty, no money, no relatives, no future. She show no mercy. All in brown. Then, on purpose, she spends all night studying both portraits to burn the images into her brain for all time. Everyone needs a strategy, even Jane Eyre... Mr. Rochester loves Jane Eyre and asks her to marry him. Strange and serious, brown dress and all, he loves her. How wonderful, how impossible. Any boy who'd love a sailboat-patterned, swimsuited sausage who tames rabid foxes would be wonderful. And impossible. Just like in Jane Eyre, the story would end badly. Just like in Jane Eyre, she'd learn the boy already has a wife as crazy as a kite, shut up in the manor tower, and that even if he loves the swimsuited sausage, he can't marry her. Then the sausage would have to leave the manor in shame and travel to the ends of the earth, her heart in a thousand pieces... Oh right, I forgot. Jane Eyre returns to Thornfield one day and discovers the crazy-as-a-kite wife set the manor on fire and did Mr. Rochester some serious harm before dying herself. When Jane shows up at the manor, she discovers Mr. Rochester in the dark, surrounded by the ruins of his castle. He is maimed, blind, unkempt. And she still loves him. He can't believe it. Neither can I. Something like that would never happen in real life. Would it? ... You'll see, the story ends well.

The subtitle of this book is Spirituality and Strategies. In Reconciliation, I had proposed that reconciliation is more a spirituality than a strategy. It seemed to me that reconciliation had to be a way of living, had to relate to the profound spiritual issues that reconciliation raises and requires. To think of it only as strategy is to succumb to a kind of technical rationality that will succeed at best partially. Yet strategies cannot be dispensed with. Concrete experiences of struggling to achieve some measure of reconciliation require decisions, and those decisions must have some grounding. I still believe that reconciliation requires a certain spiritual orientation if it is to be successful. The challenge of reconciliation today is such that it requires an interreligious effort. Religious difference is sometimes the cause of social conflict; in all instances, religious people must find ways to work together to achieve reconciliation. What this book hopes to offer is the spirituality that will sustain Christians in their efforts to collaborate with others in that process.

What Is Marketing? Some people think marketing is advertising or branding or some other vague concept. While all these are associated with marketing, they are not one and the same. Here’s the simplest, most jargon-free definition of marketing you’re ever likely to come across: If the circus is coming to town and you paint a sign saying “Circus Coming to the Showground Saturday,” that’s advertising. If you put the sign on the back of an elephant and walk it into town, that’s promotion. If the elephant walks through the mayor’s flower bed and the local newspaper writes a story about it, that’s publicity. And if you get the mayor to laugh about it, that’s public relations. If the town’s citizens go to the circus, you show them the many entertainment booths, explain how much fun they’ll have spending money at the booths, answer their questions and, ultimately, they spend a lot at the circus, that’s sales. And if you planned the whole thing, that’s marketing. Yup, it’s as simple as that—marketing is the strategy you use for getting your ideal target market to know you, like you and trust you enough to become a customer. All the stuff you usually associate with marketing are tactics.

The methods and limitations of Garrisonian abolitionism reflected the movement’s reasonable public relations concerns. Still an embattled minority in the north, white antislavery activists believed that the ultimate triumph of their cause depended on the gradual conversion of their neighbors to it. For them to rail against northern prejudice and the plight of free blacks in their own communities or to encourage slave revolt would only alienate the moderate whites whose support they hoped to enlist. But it was not only strategy that wedded most white abolitionists to peaceful moral appeal and made them willing patiently to await the blessing of Providence on their efforts. Intellectually, religiously, their opposition to slavery was genuine, even fervent. Yet slavery remained for them an abstraction, an emblem of evil rather than a lived human experience. Black people remained an abstraction, too, a collective object of pity and, inevitably, of condescension. For white antislavery activists, abolitionism was a campaign to save others: to save an alien race that suffering, simplicity, or natural passivity rendered helpless, to save the souls of slaveholders from eternal corruption by greed. It was not, however, a struggle to save themselves

We were talking about childhood dramas. Then I remembered. “You had said something that had confused me,” I said. “You had said that a person cannot play a control drama with us unless we play the matching drama. I didn’t understand that.” “Do you understand now?” “Not really. What are you getting at?” “The scene outside clearly demonstrated what happens if you do play the matching drama.” “How?” She glanced at me briefly. “What drama was the man playing with you?” “He was obviously the Intimidator.” “Right, and what drama did you play?” “I was just trying to get him off my back.” “I know, but what drama were you playing?” “Well, I started off in my aloofness drama, but he kept coming after me.” “Then?” The conversation was irritating me but I tried to get centered and stay with it. I looked at Julia and said, “I guess I was playing a Poor Me.” She smiled. “That’s right.” “I noticed you handled him with no problem,” I said. “Only because I didn’t play the drama he expected. Remember that each person’s control drama was formed in childhood in relation to another drama. Therefore each drama needs a matching drama to be fully played out. What the intimidator needs in order to get energy is either a poor me, or another intimidator. “How did you handle it?” I asked, still confused. “My drama response would have been to play the Intimidator myself, trying to out intimidate him. Of course, this would probably have resulted in violence. But instead I did what the Manuscript instructs. I named the drama he was playing. All dramas are covert strategies to get energy. He was trying to intimidate you out of your energy. When he tried that on me, I named what he was doing.” “That’s why you asked why he was so angry?” “Yes. The Manuscript says that covert manipulations for energy can’t exist if you bring them into consciousness by pointing them out. They cease to be covert. It is a very simple method. The best truth about what’s going on in a conversation always prevails. After that the person has to be more real and honest.” “That makes sense,” I said. “I guess I’ve even named dramas myself before, though I didn’t know what I was doing.” “I’m sure. That’s something all of us have done. We’re just learning more about what is at stake. And the key to making it work is to simultaneously look beyond the drama at the real person in front of you, and send as much energy their way as possible. If they can feel energy coming in anyway, then it’s easier for them to give up their way of manipulating for it.” “What could you appreciate in that guy?” I said. “I could appreciate him as a little insecure boy needing energy desperately.

Crying is therapeutic Most people can relate to the calming and stress reducing effect of a “good cry.” Grieving children should be supported in their need to cry. Unfortunately, children sometimes suppress their tears, thinking that they can control their pain if they control their crying. Parents may find their child’s pain very stressful or threatening and may therefore knowingly or unknowingly suppress natural expressions of grief. They may try to distract the child by promising a treat if he stops crying; cutting the feelings short (“Hush, hush”); minimizing the feelings (“You’re OK now”); contradicting his reality (“You’re going to love it here”); criticizing (“Stop making such a fuss”); embarrassing (“You’re too big to act like such a baby”); or threatening (“Stop it right now or I’ll give you something to cry about”). Crying should be supported with empathy and nurturing. It might be helpful to say something like, “I can tell that you are feeling very bad. Maybe it is because we were just looking at pictures of Nana, and you’re thinking about her now and missing her. Let’s sit here together for a while and I’ll rub your back.” Don’t rush the toddler’s grief before she is ready to let go of it. When the crying has subsided, offer a cold glass of juice or a walk outside. Often, children are more receptive to being cuddled, making eye contact, and other attachment strategies after an episode of acute sadness.

Seth Godin, author of more than a dozen bestsellers, including Purple Cow and Permission Marketing, understands the importance of frequency and consistency in a book marketing and public relations campaign. He practices these through following these seven steps: Permission marketing. This is a process by which marketers ask permission before sending ads to prospects. Godin pioneered the practice in 1995 with the founding of Yoyodyne, the Web’s first direct mail and promotions company (it used contests, online games, and scavenger hunts to market companies to participating users). He sold it to Yahoo! three years later. Editorial content. Godin was a long-time contributing editor to the popular Fast Company magazine. Blogging. Seth's Blog is one of the most-frequented blogs. Public speaking. Successful Meetings magazine named Godin one of the top 21 speakers of the 21st century. Words used to describe his lectures include "visual," "personal," and "dynamic." Community-building. His latest company, Squidoo.com, ranked among the top 125 sites in the U.S. (by traffic) by Quantcast, allows people to build a page about any topic that inspires them. The site raises money for charity and pays royalties to its million-plus members. E-books. Godin took a step to publish all his books electronically, then worked with Amazon on his own imprint, Domino, which published 12 books. Recently, Godin ended that project – since as he said in a blog, it was a "project" and he is always looking for more and different opportunities. Continuous improvement. Godin is always on the lookout for more ideas, more business opportunities and more engagement with his community.

Creating “Correct” Children in the Classroom One of the most popular discipline programs in American schools is called Assertive Discipline. It teaches teachers to inflict the old “obey or suffer” method of control on students. Here you disguise the threat of punishment by calling it a choice the child is making. As in, “You have a choice, you can either finish your homework or miss the outing this weekend.” Then when the child chooses to try to protect his dignity against this form of terrorism, by refusing to do his homework, you tell him he has chosen his logical, natural consequence of being excluded from the outing. Putting it this way helps the parent or teacher mitigate against the bad feelings and guilt that would otherwise arise to tell the adult that they are operating outside the principles of compassionate relating. This insidious method is even worse than outand-out punishing, where you can at least rebel against your punisher. The use of this mind game teaches the child the false, crazy-making belief that they wanted something bad or painful to happen to them. These programs also have the stated intention of getting the child to be angry with himself for making a poor choice. In this smoke and mirrors game, the children are “causing” everything to happen and the teachers are the puppets of the children’s choices. The only ones who are not taking responsibility for their actions are the adults. Another popular coercive strategy is to use “peer pressure” to create compliance. For instance, a teacher tells her class that if anyone misbehaves then they all won’t get their pizza party. What a great way to turn children against each other. All this is done to help (translation: compel) children to behave themselves. But of course they are not behaving themselves: they are being “behaved” by the adults. Well-meaning teachers and parents try to teach children to be motivated (translation: do boring or aversive stuff without questioning why), responsible (translation: thoughtless conformity to the house rules) people. When surveys are conducted in which fourth-graders are asked what being good means, over 90% answer “being quiet.” And when teachers are asked what happens in a successful classroom, the answer is, “the teacher is able to keep the students on task” (translation: in line, doing what they are told). Consulting firms measuring teacher competence consider this a major criterion of teacher effectiveness. In other words if the students are quietly doing what they were told the teacher is evaluated as good. However my understanding of ‘real learning’ with twenty to forty children is that it is quite naturally a bit noisy and messy. Otherwise children are just playing a nice game of school, based on indoctrination and little integrated retained education. Both punishments and rewards foster a preoccupation with a narrow egocentric self-interest that undermines good values. All little Johnny is thinking about is “How much will you give me if I do X? How can I avoid getting punished if I do Y? What do they want me to do and what happens to me if I don’t do it?” Instead we could teach him to ask, “What kind of person do I want to be and what kind of community do I want to help make?” And Mom is thinking “You didn’t do what I wanted, so now I’m going to make something unpleasant happen to you, for your own good to help you fit into our (dominance/submission based) society.” This contributes to a culture of coercion and prevents a community of compassion. And as we are learning on the global level with our war on terrorism, as you use your energy and resources to punish people you run out of energy and resources to protect people. And even if children look well-behaved, they are not behaving themselves They are being behaved by controlling parents and teachers.

One key characteristic of structure is its richness. To illustrate, recall the comparison that John Rawls drew between checkers and chess when he was describing the Aristotelian principle (see page 386). Both games are played on a board with 64 squares, but they have different structures. Checkers has one kind of piece, while chess has six different kinds of pieces. The movement of any checker piece is restricted to a single square per turn unless it is capturing, while movement in chess is different for each piece. In checkers, the goal is to capture all the opponents’ pieces. In chess, the goal is to trap one particular piece. The structure of chess is objectively richer than the structure of checkers. It is no coincidence that chess has thousands of books written about tactics and strategy for every aspect of the game while checkers has a fraction of that number. The nature of accomplishment in checkers and chess is also objectively different, as reflected in their relative places in Western culture.[1] I measure the richness of a structure by three aspects: principles, craft, and tools. The scientific method offers convenient examples. Conceptually, a scientific experiment proceeds according to principles such as replicability, falsifiability, and the role of the hypothesis that apply across different scientific disciplines. The actual conduct of a classic scientific experiment involves craft—the generation of a hypothesis to be tested or a topic to be explored, the creation of the methods for doing so, and meticulous observance of protocols and procedures during the actual work. The details of craft differ not only across disciplines but within disciplines. They also have a family resemblance, in the sense that a meticulous scientist behaves in ways that are recognizable to scientists in every field—“meticulous” being one of the defining characteristics of craft practiced at a high level. Tools play a double role. Sometimes they are created in direct response to needs generated by principles and craft—accurate thermometers are an example—but at least as often, a tool turns out to have unanticipated uses that alter both principles and craft, independently expanding the realm of things a discipline can achieve. An example is the invention of the diffraction grating to study spectra of light, which 40 years later turned out to enable astronomers to study the composition of the stars.

[A] central theme is why social, political, and economic institutions tend to coevolve in a manner that reinforces rather than undermines one another. The welfare state is not 'politics against markets,' as commonly assumed, but politics with markets. Although it is popular to think that markets, especially global ones, interfere with the welfare state, and vice versa, this notion is simply inconsistent with the postwar record of actual welfare state development. The United States, which has a comparatively small welfare state and flexible labor markets, has performed well in terms of jobs and growth during the past two decades; however, before then the countries with the largest welfare states and the most heavily regulated labor markets exceeded those in the United States on almost any gauge of economic competitiveness and performance. Despite the change in economic fortunes, the relationship between social protection and product market strategies continues to hold. Northern Europe and Japan still dominate high-quality markets for machine tools and consumer durables, whereas the United States dominates software, biotech, and other high-tech industries. There is every reason that firms and governments will try to preserve the institutions that give rise to these comparative advantages, and here the social protection system (broadly construed to include job security and protection through the industrial relations system) plays a key role. The reason is that social insurance shapes the incentives workers and firms have for investing in particular types of skills, and skills are critical for competitive advantage in human-capital-intensive economies. Firms do not develop competitive advantages in spite of systems of social protection, but because of it. Continuing this line of argument, the changing economic fortunes of different welfare production regimes probably has very little to do with growing competitive pressure from the international economy. To the contrary, it will be argued in Chapter 6 that the main problem for Europe is the growing reliance on services that have traditionally been closed to trade. In particular, labor-intensive, low-productivity jobs do not thrive in the context of high social protection and intensive labor-market regulation, and without international trade, countries cannot specialize in high value-added services. Lack of international trade and competition, therefore, not the growth of these, is the cause of current employment problems in high-protection countries.

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